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The impact of servant leadership and subordinates' organizational tenure on trust in leader and attitudes

Simon C.H. Chan (Department of Management and Marketing, The Hong Kong Polytechnic University, Hong Kong)
Wai-ming Mak (Department of Management and Marketing, The Hong Kong Polytechnic University, Hong Kong)

Personnel Review

ISSN: 0048-3486

Article publication date: 4 March 2014

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7544

Abstract

Purpose

The purpose of this paper is to examine the relationship between servant leadership, subordinates' trust in leader and job satisfaction, and whether subordinates' organizational tenure moderated the effect.

Design/methodology/approach

A structured questionnaire survey was used to collect data by 218 employees in a service-oriented private firm in the People's Republic of China.

Findings

The findings indicated that trust in leader mediated the relationship between servant leadership and subordinates' job satisfaction. Also, the positive effect of servant leadership on subordinates' trust in leader and job satisfaction was stronger for short-tenure subordinates than that for long-tenure subordinates.

Originality/value

This paper enriches the existing leadership literature and contributes to the research into how and why servant leadership may influence subordinates' attitudes.

Keywords

Citation

C.H. Chan, S. and Mak, W.-m. (2014), "The impact of servant leadership and subordinates' organizational tenure on trust in leader and attitudes", Personnel Review, Vol. 43 No. 2, pp. 272-287. https://doi.org/10.1108/PR-08-2011-0125

Publisher

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Emerald Group Publishing Limited

Copyright © 2014, Emerald Group Publishing Limited